d at these focal points to supervise opening of another 20 stores in each city in the first two years. Following focal point success additional stores were opened in smaller surrounding areas. Zone Vice presidents with extensive experience in chain-store retailing were in charge of expansion process locally.In 1995, new stores generated an average of $700,000 in revenue in their first year, far more than the average of $427,000 in 1990. Success could be assigned partially to growing reputation of the brand, and successful identification of top retailing sites for stores.b) Details of International Expansion: In 1998, SCI had 12 retail stores in Tokyo (Japan is the world's third-largest importer of coffee); 7 stores in Hawaii through partnership with The Mac Naughton Group, a unit of Hawaii-based investors. Because Hawaii is an integral part of the Pacific, it fit into Starbucks' strategy to expand internationally. 6 stores in Singapore, and 1 in the Philippines. Taiwan and Korea Thailand, and New Zealand stores in 1998. The company and its licensees had plans to open as many as 40 stores in the Pacific Rim by the end of September 1998, with 200 Taiwan potential. The possibility of locating stores in Europe and Latin America was being explored. 257 international locations were opened by the end of 2000, including: 63 locations in UK, also in Lebanon, the United Arab Emirates, Qatar, Hong Kong, Shanghai, and Australia. Retail location in Kuwait through an agreement with M.H. Alshaya Co. W.L.L. Kuwait. Kuwait will serve as the gateway into the rest of the Middle East countries to include Saudi Arabia, Oman, Bahrain, United Arab Emirates, Qatar and Lebanon. Kuwait represents Starbucks' eleventh international market to open retail locations. First store in Beijing, China opened in early 1999 with plans to open 500 more stores in Asia by 2003. China represents Starbucks ninth Pacific Ri...
